Operations and Enablement

for CX Teams

Helping you define and design your post-sales operations and enable your organization

CX is inclusive of all post-sales teams such as CS (Customer Success), Onboarding, Support, Customer Enablement, and others.

CX also refers to the digital experiences customers have with your product and your company without the mediation of a human. For example, self-serve resources like your knowledgebase, in-product messaging, and email and SMS communications. And of course, all of the interconnected technology, business rules, and AI layers underpinning the triggering and delivery of those resources.

CX can also refer to cross-functional areas of responsibility and accountability. Other teams, particularly Product and Marketing, commonly have CX responsibilities in areas such as customer marketing, transactional communications, and digital adoption tools.

What is Customer Experience (CX)?

Why fractional?

You’ll Get

  • A force multiplier of value at an early stage of your company’s growth

  • “Been there, done that" experience and know-how to pair with your existing teams or rising leaders

  • An experienced executive who can meaningfully contribute to high-level decisions and uplevel your company immediately

  • A long-term partner who can see around corners and evolve with you

  • Access to a wide network of tech professionals

While avoiding

  • The full cost of a senior executive (a full time salary, payroll taxes, PTO, benefits, equity, and other expenses)

  • Taking a hit to your revenue per FTE ratio

  • Distracting your existing team from handling customer contracts, communications, and technical issues

  • Hiring a FT leader before you know what you do and don’t need

Thoughtful company-wide CX principles are the foundation to resilient revenue and long-term growth

During the last decade or so, tech companies have been pressured to grab market share and expand top-line revenue at any cost. And while this approach can fuel growth for while, we’ve seen what happens when the ZIRP-fueled sales and marketing party abruptly comes to an end.

Unfortunately that environment has enabled some unsustainable behaviors in many functions across organizations. Product and engineering teams were under pressure to build shallow and wide in an attempt to expand TAM at the expense of existing customers. And CX teams—tasked with bridging gaps and propping up unprofitable customers instead of driving outcomes—became bloated.

Today there’s a lot less focus on clever financial engineering and much more emphasis on sustainable business practices. Carefully considered company-wide CX principles like customer centricity, pricing methods that don’t put adoption in direct tension with cost, and a commitment to continuous product improvement are the foundations to resilient growth.